1. LEADERSHIP BEHAVIORS AND PROCESSES
CHAPTER TWO
LEADERSHIP BEHAVIORS AND PROCESSES
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2. Learning Objectives
After reading this chapter, you should be able to do the following:
Describe patterns of behavior that leaders frequently exhibit.
Identify the effects of specific leader behaviors on followers' psychological reactions and performance.
Discuss the impact of situational and follower characteristics on leader effectiveness.
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3. Learning Objectives (cont.)
After reading this chapter, you should be able to do the following:
Explain how leaders can utilize specific types of situational and follower characteristics to increase their effectiveness.
Describe the sources of power and influence tactics often used by leaders.
Describe the Leadership Process Model for influencing followers’ behavior.
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4. Core Behavior Patterns of Leaders
DIRECTIVE
Assigns
followers specific tasks,
explains methods, clarifies
expectations, sets goals,
and specifies procedures.
SUPPORTIVE
Shows
consideration, acceptance,
and concern for the needs
and feelings of followers.
PARTICIPATIVE
Involves
followers in making
decisions by consulting
to get suggestions
and ideas.
BEHAVIOR
PATTERNS OF
LEADERS
CHARISMATIC
Displays
high expectations, confidence
& competence. Communicates
vision with ideological goals
which reflect follower needs.
REWARD & PUNISHMENT
Provides
intrinsic and extrinsic
benefits. Punishes for
unwanted follower behaviors.
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5. Supportive Leadership Behavior
This behavior pattern refers to the leader’s role in showing concern for the comfort and well-being of followers; demonstrating a considerate, kind, and understanding attitude in dealing with followers; being friendly and informative; and encouraging open two-way communication and follower development. Familiar terms associated with supportive leadership are consideration, relationship-orientation, or concern for people leadership.
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6. Directive Leadership Behavior
This pattern refers to the leader’s behaviors in assigning followers to specific tasks, explaining the methods to be used in completing the tasks, clarifying expectations regarding quantity and quality of follower performance, setting goals for followers, planning and coordinating followers’ work, and specifying rules and procedures to be followed. This behavior pattern has also been known as or is closely related to initiating structure, instrumental leadership, or task-oriented leadership.
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7. Participative Leadership Behavior
The leader who uses this approach involves followers in the decision-making include holding one-on-one meetings with individuals or groups of followers to gather input for decisions; it may involve a group decision-making effort initiated by the leader; or it may involve assigning a particular problem to a follower to resolve. Each of these options represents different degrees or types of processes. Participative leader behaviors may participative leader behavior. Participative leadership is sometimes referred to as consultative, democratic, or delegatory leadership.
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8. Leader Reward and Punishment Behavior
With this leader behavior, when followers provide services to the organization, the leader rewards them with tangible and intangible benefits. The rewards may be monetary, or they may consist of praise. Punishments may come in the form of a reduction in pay or a notice to the follower that work needs improvement. Rewards and punishments may be provided based on follower performance (contingently) or based on the leader’s whim (noncontingently). Rewards and punishments based on performance are usually the most effective.
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9. Charismatic Leadership Behavior
This pattern of behavior involves the leader communicating a vision of the future that has ideological significance to followers (often through use of powerful imagery and metaphors), arousing follower needs which are relevant to goal accomplishment, serving as a role model, expressing high expectations and confidence in followers’ capabilities, and projecting a high degree of self-confidence.
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10. Leadership Model for Influencing Follower Behaviors
LEADER BEHAVIORS
FOLLOWERS/GROUP
PSYCHOLOGICAL REACTIONS
Perceptions Attitudes
Feelings Motivations
Expectations
FOLLOWER BEHAVIORAL
OUTCOMES
Performance
Absenteeism
Turnover
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11. Leadership Model Applied to Eisenhower’s Leader Behavior
LEADER BEHAVIORS
Eisenhower’s participative leader behaviors encouraged
and allowed other generals to present and defend their
position on military strategies.
PSYCHOLOGICAL REACTIONS
of Other Generals
Feelings of involvement and influence
Commitment to the decision process and decision outcomes
Satisfaction with the process and the resulting decisions
BEHAVIORAL OUTCOMES
High effort
Cooperation
Effective military strategies
High performance
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12. Factors That Influence Leader Effectiveness
CHARACTERISTICS
behaviors
traits and skills
sources of power
SITUATIONAL
CHARACTERISTICS
task
group
organizational
FOLLOWER
CHARACTERISTICS
abilities and skills
attitudes and values
needs and motivations
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13. Situational Factors that Enhance Leadership Effectiveness
Leadership enhancers are situational or follower characteristics that increase the leader's influence on followers
Cohesive work groups with strong norms to cooperate with leaders enhance participative leadership.
Stressful, dangerous, or dissatisfying job tasks enhance supportive leadership.
A large number of followers enhance directive leadership.
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14. Situational Factors that Neutralize Leadership Effectiveness
Leadership neutralizers are situational or follower characteristics that can decrease the effectiveness of the leader's influence on followers
A large spatial/geographic distance between leaders and followers inhibits leaders from effectively directing followers.
Organizational reward systems based on seniority, union contracts, or civil service policies prevent leaders from adequately rewarding the best performers.
Senior managers who countermand or modify effective directions by a lower-level manager prevent leaders from having the influence that is needed.
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15. Situational Factors that Substitute for Leadership Behaviors
Some characteristics of followers, their work tasks, or the organization can provide task guidance and incentives to such an extent that they substitute for certain leader behaviors
Followers' training and experience may substitute for directive leadership.
Intrinsically satisfying work tasks may substitute for supportive leadership.
Networked computer systems and computer integrated manufacturing may for directive leadership
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16. Power, Influence, and Authority
Power - the ability of one person to cause another person to do something.
Influence - the use of power or power in action.
Authority - Authority is a specific type of power. An individual has authority if she has a legitimate right to require another person to do something, usually because the individual with authority holds a certain position.
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17. Types of Power Person Based Power: Position Based Power:
Expert Power—leader has special knowledge.
Referent Power—followers admire or identify with the leader.
Position Based Power:
Legitimate Power—the leader has the right to make requests.
Position and/or Person Based Power:
Reward Power—followers comply to obtain rewards.
Coercive Power—followers comply to avoid punishments.
Connection/Resource Power—leader provides needed resources or relationships.
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18. Leadership Process Model for Influencing Follower Behaviors
LEADER BEHAVIORS
SITUATIONAL FACTORS
THAT INCREASE LEADER
EFFECTIVENESS
SITUATIONAL FACTORS
THAT DECREASE LEADER
EFFECTIVENESS
FOLLOWER/GROUP
PSYCHOLOGICAL
REACTIONS
Perceptions
Attitudes
Feelings
Motivations
Expectations
Enhancers of Leader
Behavior
Follower characteristics &
situational characteristics
which increase
leaders’ direct influence
Neutralizers of Leader
Behavior
Follower characteristics &
situational characteristics
which decrease
leaders’ direct influence
Factors that Substitute
for Leadership
Follower characteristics &
situational characteristics
that replace the need for
leadership by influencing
psychological reactions and
behavioral outcomes
FOLLOWER BEHAVIORAL
OUTCOMES
Performance
Absenteeism
Turnover
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